TALENT MANAGEMENT PRACTICES, INCLUSIVE LEADERSHIP, AND EMPOWERMENT CLIMATE AS DETERMINANT OF EMPLOYEE ENGAGEMENT OF STATE-OWNED ENTERPRISES (SOEs)

Engineering notes

Key topics: autonomous driving. See the paper for implementation details and experimental results.

Chinese explanation / 中文解读

中文解读待补充：本站会优先为端到端自动驾驶、BEV感知、3D目标检测、轨迹预测、路径规划、LiDAR感知等高价值论文补充中文说明。

Original abstract

Abstract This research is motivated by the low level of employee engagement in State-Owned Enterprises (BUMN), which are often faced with bureaucratic rigidity and limitations in human resource management, while empirical studies that integrate talent management, inclusive leadership, and empowerment climate practices remain relatively limited. This study aims to comprehensively analyze the direct and simultaneous influence of these three variables on employee engagement. A quantitative approach was used, involving 160 BUMN employee respondents, and the data were analyzed using Structural Equation Modelling–Partial Least Squares (SEM-PLS). The research results show that talent management practices have a positive, significant effect on employee engagement by increasing competency development and talent retention, while inclusive leadership strengthens engagement by fostering an open, fair, and supportive work environment. In addition, the empowerment climate has been shown to act as a reinforcing mechanism, deepening the influence of these two variables on employee engagement. These findings make theoretical contributions by expanding the conceptual framework of employee engagement through the integration of inclusive leadership perspectives and an empowering climate, and practical contributions for BUMN managers in designing adaptive talent management strategies, inclusive leadership, and an empowering work environment to improve organizational performance sustainably.

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